This paper takes the regulation of identity as a focus for examining organizational control. It considers how employees are enjoined to develop self-images and work orientations that are deemed congruent with managerially defined objectives. This focus on identity extends and deepens themes developed within other analyses of normative control. Empirical materials are deployed to illustrate how managerial intervention operates, more or less intentionally and in/effectively, to influence employees' self-constructions in terms of coherence, distinctiveness and commitment. The processual nature of such control is emphasized, arguing that it exists in tension with other intra. and extra-organizational claims upon employees' sense of identity in a way that can open a space for forms of micro-emancipation. (Less)

https://onlinelibrary.wiley.com/doi/pdf/10.1111/1467-6486.00305

Identity regulation as organizational control: Producing the appropriate individual

https://leeds-faculty.colorado.edu/dahe7472/Journal%20of%20Management-2008-Ashforth-325-74.pdf

Identification in Organizations: An Examination of Four Fundamental Questions

Organizational identification: A meta-analysis

No wonder you activities are, reading will be always needed. It is not only to fulfil the duties that you need to finish in deadline time. Reading will encourage your mind and thoughts. Of course, reading will greatly develop your experiences about everything. Reading invisible colleges diffusion of knowledge in scientific communities is also a way as one of the collective books that gives many advantages. The advantages are not only for you, but for the other peoples with those meaningful benefits.

Invisible colleges : diffusion of knowledge in scientific communities

We examine the phenomenon of multiple organizational identities and suggest that they can be managed in organizations by changing the number of (identity plurality) or relationships among (identity synergy) the identities. Using “plurality” and “synergy” as response dimensions, we offer a classification scheme identifying four major types of managerial responses: compartmentalization, deletion, integration, and aggregation. We also suggest several key conditions that may affect the use and appropriateness of these identity management responses and develop a series of propositions for research.

Classifying Managerial Responses to Multiple Organizational Identities

The concepts of organizational identification and organizational commitment are examined in an effort to explicate both their interrelations and their distinctiveness. The essay establishes identification as a term referring to the “substance” of individual‐organizational relationships and commitment as referring to their form.

Coming to terms with organizational identification and commitment

This study examines the characteristics of worker identification with two targets at the same time: the workers' self-managing team and the larger organization that created the teams. We administered the Organizational Identification Questionnaire in such a way as to tap levels of identification with each target and used the results of an ethnographic study of the subjects to enhance our analysis. Our data suggest that workers identified more strongly with their team than with their company, particularly in terms of loyalty. In addition, long-term workers reported more identification with both their team and company than did short-term workers. The results support the assertion that a concertive (or team-based) system of control is more powerful, even if less obtrusive, than its bureaucratic predecessor.

Identification in the Self-Managing Organization Characteristics of Target and Tenure

This study was conducted for the purposes of: (1) describing current control practices in the U.S. Forest Service, an organization frequently cited as an excellent organization due to a dated but classic study, and (2) field testing three claims made in Tompkins and Cheney's theory of unobtrusive control, including: (a) unobtrusive control practices are associated with organizational identification, (b) members who report higher organizational identification use organizational premises in their decision making, (c) members who report higher organizational identification consider the organization as they consider the consequences of decisions. Findings indicated that: (1) control practices have changed from more unobtrusive to more obtrusive, and (2) theoretical claims were supported. Several implications are discussed. The value of the method employed to generating longitudinal research is discussed. The study illustrates the pragmatic relevance of organizational identification. Drawing on the experience ...

The forest ranger revisited: A study of control practices and identification

An estimated 26 million workers are electronically monitored by organizations. Contradictory evidence indicates that such monitoring may lead to either positive or negative outcomes for both organizations and their members. This article applies theories of organizational justice and concertive control to account for these contradictions. It is argued that, when organizations involve employees in the design and implementation of monitoring systems, restrict monitoring to performance-related activities, and use data obtained through electronic means in a concertive manner by emphasizing two-way communication and supportive feedback, they are likely to reap positive results. However, when employees are not involved in the introduction of monitoring, when data gathered through electronic performance monitoring are used to provide coercive, obtrusive feedback, or when monitoring includes nonwork activities, the organization may experience negative results.

Electronic Performance Monitoring: An Organizational Justice and Concertive Control Perspective

(1994). Principles of rigor for assessing evidence in “qualitative”; communication research. Western Journal of Communication: Vol. 58, The Dialogue of Evidence: A Topic Revisited, pp. 44-50.

Phillip K. Tompkins

Papers

Coming to terms with organizational identification and commitment

Identification in the Self-Managing Organization Characteristics of Target and Tenure

The forest ranger revisited: A study of control practices and identification

Electronic Performance Monitoring: An Organizational Justice and Concertive Control Perspective

Principles of rigor for assessing evidence in “qualitative”; communication research